Now that the (ash) cloud has settled on the European continent I thought it would be good to look at the use of social media during this crisis.
Just to recap: an ash cloud from the Eyjafjallajökull volcano in Iceland prompted governments in Europe to close the airspace in all Scandinavian countries, Belgium, Germany, France and other parts of Europe for about a week.
Apart from the thousands of flights grounded and the millions of people stranded across the globe the ash cloud also had serious financial impact with more than 1 billion euro lost in the tourism industry alone...
As we can imagine this was the ultimate test for thousands of crisis plans and PR professionals in different industries and governments.
In this blogpost I will focus on the use of social media during this period and specifically on the excellent work EUROCONTROL has done in this context.
The European Organisation for the Safety of Air Navigation, is an intergovernmental organisation made up of 38 Member States and the European Community. Their primary objective is the development of a seamless, pan-European air traffic management (ATM) system.
As you can imagine this organisation was the "go to" European player during the crazy week of the ash cloud.
In order to give you an overview of how they used social media channels in the context of crisis communications I interviewed Aurélie Valtat, the Online Communications Manager at Eurocontrol.
Below the Q&A:
Q: What kind of social media communications channels were in place before the crisis and what was their purpose ?
We launched our corporate social media presence in September 2009, by first evaluating our existing online reputation, and then securing profiles called "eurocontrol" on the main social media sites.
The next step was the actual launch of our four main channels which was done concurrently on 1 December 2009:
At the same time our website and electronic newsletters were adapted to always feature the "join us" icons for these 4 channels. The objectives of our social media channels are the following:
- Increase traffic to our website
- Improve our visibility and credibility at large, but primarily targeting aviation partners and national / European decision-makers
- Develop and nurture a sense of community among the European air traffic management (ATM) community
- Serve as almost real-time communication channel where appropriate.
Q: Where these channels part of the crisis communications plans in place at Eurocontrol or did you find out during the crisis that they could be included in your crisis communications ?
All communication channels were included in the crisis communications plan, because our current website is based on an old technology and content is only visible 40 minutes after it was pushed to the live environment. But the extent to which social media would be used was actually not mentioned nor planned.
Q: How many people "managed" the regular updates during the crisis and how did you manage the response/feedback ?
Our social media profiles are normally updated by a trainee. During the crisis, I decided that I would take over, due to the sensitive situation. So I 
Aurélie Valtatwas basically on my own, feeding Twitter, Facebook, and the public website (I'm also EUROCONTROL's corporate web editor, so I would edit/approve all content published) with the latest info.
The process for gathering the latest info was the following: I was sitting close to the press office which would issue all official updates, I had access to the NOP portal (the operational information portal for aviation professionals) and I had contacts in the CFMU (the operational centre managing air traffic flows across Europe).
With these contacts I was capable of both updating the social media channels almost real-time but also of responding to any request concerning the opening or closing of airspace in Europe.
I mostly interpreted for the general public the maps, charts and information available on the NOP portal, which was also a steep learning curve for me.
Q: Are their any specific tools you used to manage these channels ? (CoTweet, Hootsuite etc...?)
At EUROCONTROL we are using Hootsuite to manage our social media profiles (Twitter, Facebook page and Linkedin profiles) and found the tool to be very handy during this crisis situation.
Q: How did you monitor the online crisis communications situation ? Did you have a listening post in place before the crisis ?
There was no listening post in place before the crisis on that specific topic, because in this case we were at the centre of the crisis. Indeed the recommendation to stop air traffic has been made by us and then transmitted to Member States, so we knew exactly when the crisis would unfold.
In general, of course, we monitor online conversations mentioning EUROCONTROL and relevant keywords through various tools (Backtype, Social Mention, etc.)
Q: Overall, what are the main learning points now that you were able to use social media during a crisis ?
There are a few lessons we've learnt from this crisis regarding the use of social media:
- Keep it simple - 1 person was enough to manage the Twitter and Facebook activity (although during the weekend I was glued to my screen from 09am to 12pm and could have done with some help), this made it easier to manage the flow of information published and its consistency across the different channels. This however requires someone with both good language skills (questions were asked in several European languages) and sound political judgment as the topic and situation was highly sensitive for us.
- Act like a person - this may sound trivial but it was the human touch of our feeds (+ the exclusive nature of the information we possessed) that ensured the success of our Twitter account. Be simple, be honest, be authentic, but all this in a professional way. I have my personal opinions on this but I believe the fact that I am a woman did make a difference here. Many followers were just amazed by the empathy they could feel on the other side of the feeds, an empathy that wasn't faked (as some of my family was stranded too I could really relate to their situation).
- Don't sell anything - we didn't try to push anything about EUROCONTROL during the crisis situation, nor take advantage of the sudden surge in popularity to push certain messages.
- Stay focused - we only informed people about the status of European air traffic and answered their questions on this topic. I read tweets that were making fun of airlines who had posted annual report or budgetary information during the crisis while at the same time they weren't satisfactorily dealing with passenger requests.
Q: Do you have some metrics which give us a feel for the online impact of this crisis and how Eurocontrol handled it ?
During the crisis we moved from 350 followers to 7,300 on Twitter, from 2,000 fans to 3,000 fans on Facebook. Our public website was visited more than 1 million times during the crisis, and we increased the average no. of visits by 5000% on average during the crisis. We posted almost 1000 tweets during the crisis.
Q: Any anecdotes - (crisis situations are full of them) - that you would like to share ?
Two anecdotes I really like (among several):
An important Spanish airline sent me a direct message to thank us for the useful and updated information that we provided... This is quite amazing that an airline should thank us for that via Twitter when they have direct access to operational information from the CFMU, but I gathered that the communications people received the info faster from us than from their own operational colleagues)
A follower told me that his girlfriend had been stuck for 5 days during the crisis, and that he couldn't communicate with her during that time. Only thanks to the EUROCONTROL Twitter feed could this man bare this difficult situation. - I know this sounds cheesy but it was really heart-warming!
Learnings:
The interview with Aurélie pointed out some specifics I saw in other cases:
- The multilingual aspect of European communications: it is very difficult to find staff with strong language skills, even in Europe, but they can make the difference during a crisis communications effort.
- You have to be present on social media channels before a crisis strikes. Social media needs to be integrated in the planning and channels need to be used actively for ongoing communications.
- Integrate you social media channels into your other corporate online communications efforts and "classic website".
- Keep it simple, transparent en focused - in short; tell it all, tell it fast and tell the truth.
Timeline
To get a full overview of what happened during that week in Europe you can check out this interesting timeline on the website of Eurocontrol.
A big thanks to Aurélie (also member of the EACD) for answering my questions and for helping the numerous stranded travelers out there.
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My keynote will be around the return on investment of social media, more specifically when applied for internal communications and collaboration.